2. & & Evaluation Integration

3. Evaluation & Integration n Research: l l The systematic gathering of information to answer a question or solve a problem n Research: l l The systematic gathering of information to answer a question or solve a problem n Integration: l l Using what you learn to improve your effectiveness n Integration: l l Using what you learn to improve your effectiveness n Evaluation: l l Using information to gauge your progress n Evaluation: l l Using information to gauge your progress

4. Organization: 1. Where to Gather 1. Where to Gather 2. How to Gather 2. How to Gather 3. What to Gather 3. What to Gather 4. Evaluation in Action 4. Evaluation in Action 5. Integration in Action 5. Integration in Action 6. Challenges for the Future 6. Challenges for the Future 1. Where to Gather 1. Where to Gather 2. How to Gather 2. How to Gather 3. What to Gather 3. What to Gather 4. Evaluation in Action 4. Evaluation in Action 5. Integration in Action 5. Integration in Action 6. Challenges for the Future 6. Challenges for the Future

5. The Big Question n What does research contribute to the advertising effort? n “Insurance” n Information n Insight n Inspiration

6. Part 1: When to Gather A. Planning Research (or Background Research) B. Developmental Research B. Developmental Research C. Implementation Research C. Implementation Research D. Measuring Results D. Measuring Results A. Planning Research (or Background Research) B. Developmental Research B. Developmental Research C. Implementation Research C. Implementation Research D. Measuring Results D. Measuring Results

7. A. Planning Research n Also “Background Research” n Competitive activity n Market share data n Category advertising n Advertising expenditures n Marketplace trends n Target market information: (demographic, psychographic)

8. B. Developmental Research n Focus groups

9. B. Developmental Research n Focus groups l Used in wide range of ad development tasks.

10. B. Developmental Research n Focus groups n One-on-one interviews n Observation

11. C. Implementation Research C. Implementation Research n Pre-testing ad concepts l l Useful as part of “account planning” process n Pre-testing ad concepts l l Useful as part of “account planning” process Nike Example “Avid Runners”

12. C. Implementation Research n Pre-testing ad concepts l l Useful as part of “account planning” process n Pre-testing ad concepts l l Useful as part of “account planning” process n Field experiments l l “pilot tests” n Field experiments l l “pilot tests”

13. D. Measuring Results n Copytesting Which Ad Pulled Best?

14. D. Measuring Results n Copytesting l l Starch, Gallup & Robinson, McCollum Spielman, etc. n Copytesting l l Starch, Gallup & Robinson, McCollum Spielman, etc. n Sales Analyses l l Actual Sales l Test Markets n Sales Analyses l l Actual Sales l Test Markets n Attitude, Awareness and Usage Studies (AAU)

15. Part 2: How to Gather Part 2: How to Gather A. Qualitative Research l Relatively small samples l Relatively short period of time B. Quantitative Research B. Quantitative Research l l Larger and more accurate (preferably random) samples A. Qualitative Research l Relatively small samples l Relatively short period of time B. Quantitative Research B. Quantitative Research l l Larger and more accurate (preferably random) samples

16. Qualitative Approaches n Focus groups l l 8-12 members of target audience in “focused” discussion n Focus groups l l 8-12 members of target audience in “focused” discussion n One-on-one interviews l l Sometimes called “depth interviews” n One-on-one interviews l l Sometimes called “depth interviews” n Observation n Projective techniques...

17. Projective Techniques n Brand collages

18. l Sunkist “Good Vibrations” California The Beach Boys Projective Techniques n Brand collages n Storytelling n Word association

19. Projective Techniques n Brand collages n Storytelling n Word association n Drawing l Sunkist “Good Vibrations”

20. Quantitative Research n Surveys n Samples: l Random vs. Non-random n Samples: l Random vs. Non-random n Questionnaire design n Surveying on the Internet n Experiments

21. Part 3: What to Gather Part 3: What to Gather n Things that can be measured: n Ad/Brand Awareness l Aided and Unaided Recall n Ad/Brand Awareness l Aided and Unaided Recall n Ad/Brand Knowledge & Information n Conviction/Purchase intent n Brand Attitudes

22. Part 4: Evaluation in Action Part 4: Evaluation in Action n Hallmark Case Study l AAF/NSAC l “SWOT” Analysis (Strengths, Weaknesses, Opportunities, Threats) l Research Objectives: s To learn about decision process s Assess current brand loyalty s Understand consumer attitudes n Hallmark Case Study l AAF/NSAC l “SWOT” Analysis (Strengths, Weaknesses, Opportunities, Threats) l Research Objectives: s To learn about decision process s Assess current brand loyalty s Understand consumer attitudes

23. Part 4: Evaluation in Action n Hallmark Case Study l Research Tactics s Focus Groups s Interviews - Buyers & Retailers s Surveys l Insight – Need for Convenience… & “Success” (find right card) & “Success” (find right card) l Objective – develop “Loyal Insisters” s People who insist on Hallmark Cards for “successful convenience” l Research Tactics s Focus Groups s Interviews - Buyers & Retailers s Surveys l Insight – Need for Convenience… & “Success” (find right card) & “Success” (find right card) l Objective – develop “Loyal Insisters” s People who insist on Hallmark Cards for “successful convenience”

24. Part 4: Evaluation in Action n Learjet Creative Brief l Why are we advertising? l What do they currently think? l Why should they believe it? l What should we get them to think? l Any creative guidelines? l Who are we talking to? l The single most persuasive idea?

25. Part 4: Evaluation in Action n Learjet Creative Brief l Why are we advertising? To create excitement about the Learjet 60 as a cost-effective solution and reinforce Learjet’s high-performance mystique.

26. l Who are we talking to? Part 4: Evaluation in Action n Learjet Creative Brief High-level corporate executives, managers of corporate fleets, and chief pilots who need a corporate jet with transcontinental capability. Learjet buyers are motivated by emotion but must have rational, financial justification

27. l What do they currently think? Part 4: Evaluation in Action n Learjet Creative Brief “I’d love to own a Learjet and get that kind of performance. But you pay a price, either in dollars, in range, or in comfort. I think they have a transcon jet now, but it’s probably just a longer version of their old 55.”

28. l What should we get them to think? Part 4: Evaluation in Action n Learjet Creative Brief “ Learjet does have a jet that will fly longer missions, and it’s not just a stretched 55. And it’s cheaper to fly than any Hawker, Falcon, or Citation 10.”

29. l The single most persuasive idea? Part 4: Evaluation in Action n Learjet Creative Brief Learjet performance in a cost- effective transcontinental jet.

30. l Why should they believe it? Part 4: Evaluation in Action n Learjet Creative Brief Transcontinental range (2750 miles) is highest of jets with comparable performance. Transcontinental range (2750 miles) is highest of jets with comparable performance. Seats up to 8. Stand-up room for passengers. Stand-up lavatory. Seats up to 8. Stand-up room for passengers. Stand-up lavatory. Learjet allure Learjet allure Transcontinental range (2750 miles) is highest of jets with comparable performance. Transcontinental range (2750 miles) is highest of jets with comparable performance. Seats up to 8. Stand-up room for passengers. Stand-up lavatory. Seats up to 8. Stand-up room for passengers. Stand-up lavatory. Learjet allure Learjet allure

31. l Any creative guidelines? Part 4: Evaluation in Action n Learjet Creative Brief Call to Action: “Call Ted Farid, VP Sales and Marketing.” Call to Action: “Call Ted Farid, VP Sales and Marketing.” Consider a new themeline. Consider a new themeline. Call to Action: “Call Ted Farid, VP Sales and Marketing.” Call to Action: “Call Ted Farid, VP Sales and Marketing.” Consider a new themeline. Consider a new themeline.

32. The Result? The Result? Part 4: Evaluation in Action n Learjet Creative

33. Part 5: Integration in Action n Extending the Brand l Starbucks s “a third place” u Consumer Insight determined consumers felt Starbucks was a place between home and work. s Starbucks “place-based” strategy has them looking for new places for their concept… l Starbucks s “a third place” u Consumer Insight determined consumers felt Starbucks was a place between home and work. s Starbucks “place-based” strategy has them looking for new places for their concept… …in the Third World Starbucks in Beijing

34. l Target s “Tar-jé” s Price + Style l Target s “Tar-jé” s Price + Style Part 5: Integration in Action n Trending the Brand s Creative & Stylish Use of Media s Stylish Signature Products s Creative & Stylish Use of Media s Stylish Signature Products

35. Part 5: Integration in Action n Bending the Brand l Austin Powers Virgin Atlantic Tie-in s Tie-ins helped build brand and sell the movie

36. Part 5: Integration in Action n Bending the Brand l Austin Powers s Tie-ins helped re-position Heineken l Austin Powers s Tie-ins helped re-position Heineken Heineken TV spot

37. 6: Challenges for the Future 6: Challenges for the Future n Data overload n “Innumeracy” n The quality of qualitative information n Cost of information nCost of information